2006-07 Annual Budget Report
Office of University Relations
Part 1A: Summary and Overview Spreadsheets
Current Balances, PBA Funding History, and Mandates and Service Improvements templates
and data are provided as the first four tabs on the accompanying Excel workbook. Part 2 of this
narrative section of the Annual Budget Report refers to the data provided in these spreadsheets.
Part 1B: Summary and Overview Narrative
Current Situation
Briefly, describe your unit's mission, goals, and objectives, and progress toward achieving them.
There should be a direct link between this section and your Performance Indicators.
University Relation’s overall mission is to create, strengthen, or preserve support of Ohio State
among key university audiences by demonstrating the university’s commitment to academic
excellence, research, and lifelong learning and by establishing the impact of the university on the
community state, nation, and world. That support must manifest itself in positive behavioral
outcomes to further the primary institutional goals of the university—namely, the goals of the
Academic Plan and the Leadership Agenda.






Media Relations protects and enhances the university’s reputation by interacting with
local, state, and national media both proactively and reactively.
Marketing Communications tells the university’s story through outreach to various
university audiences, using such tools as strategic events, publications, advertising, and the
university web site.
Internal Communications focuses on nurturing faculty, staff, and students’
understanding and support through various communications media.
Research Communications reinforces the power and impact of Ohio State by
communicating the strength of its research programs across campus.
The Office of Government Relations monitors and assesses proposed government
actions for their impact on the university and advocates the university’s agenda and
interests to the executive and legislative branches of all levels of government—
community, state, and federal.
The mission of WOSU is to enrich lives through programming and community services
that educate, inform, entertain and inspire. WOSU, through an extensive strategic planning
process, has established five broad initiatives:
o Build and equip a technology infrastructure that fully supports the vision of
WOSU. WOSU has received over $2.0 million in federal equipment grants over
the past three years through competitive proposals. With the digital media center
built at COSI, plus newly remodeled radio studios at Fawcett, WOSU’s aged
infrastructure has been enhanced remarkably.
o Build strategic partnerships with the communities we serve through
programming, outreach, and engagement. Major partnerships have been
established with Greater Columbus Arts Council, Columbus Metropolitan Club,
Columbus Libraries and, most notably, COSI.
o Develop creative, sustainable resources and use them efficiently and
responsibly. WOSU is engaged in its first capital campaign effort in its history
and has focused the campaign on the development of the WOSU digital media
center at COSI. The private campaign has received over $3 million in gifts to
support the center, including a $1.6 million leadership gift from Battelle. WOSU
continues to build its endowment support and is linking a portion of all major gifts
to building a larger endowment to support, for instance, the overhead of the new
WOSU@COSI facility.
o Establish a cohesive, engaging, and authentic image of The WOSU Stations.
In February 2006, WOSU became “WOSU Public Media” and rolled out an
extensive new branding and imaging effort.
o Develop and sustain a corporate culture of cooperation, innovation,
aspiration, and performance in which we live out the values we have
collectively created for ourselves. WOSU is engaged in new performance
management processes and developing a strong team approach to projects.
OHRD on the OSU campus is assisting in a revised strategic planning effort that
better focuses all our efforts on this initiative.
Challenges for the Upcoming Year
Describe the programmatic and fiscal challenges, issues, and special problems your unit will face
during the upcoming year. Include any new services or activities your unit is required to
implement, but for which funding has not been provided.
Chief among upcoming University Relations challenges will be finding the resources to move
university-wide communications to the next level. In Ohio State’s decentralized system,
communications resources are diffused around campus, leaving University Relations chronically
under-funded to communicate effectively to the university’s key audiences using current
technology and communications tools.
Following the university’s brand study and the development of the Academic Plan, the next logical
step to establish Ohio State as a premier teaching and research university is to communicate the
university’s huge progress to its various audiences. We have made progress on this, as a survey of
the past year’s news clips about Ohio State would indicate. However, there often is a lag time
between progress and an audience’s perception of progress, and Ohio State still remains in many
minds the open admissions university of 20 years ago rather than the research powerhouse of
today. This is the communications challenge of the near future. As a consistent, repeated message
over time about the university as a whole, the challenge can be met only by the university’s central
communications unit.
University Relations’ communications plan provides for major initiatives to meet this challenge,
including enhancing our electronic communications capabilities through e-mail management, the
“Great Room”—a virtual collection of evidence of Ohio State’s greatness—and “EC+”—an
electronic calendar (and other information) about Ohio State events and offerings; and the hiring
of a national media consultant to raise Ohio State’s profile outside Ohio. Funding these
initiatives (while continuing to provide ongoing services to campus) is ours major focus in this
budget cycle.
Government Relations’ challenges continue to be due to a restrained fiscal climate and the
potential for increasing regulation and oversight:
 Federal: reduced federal funding available for key agencies which impacts research and
other grant funding for the University; potentially fewer specific projects funded by
Congress.
 State: operating budget funding level; tuition caps; management flexibility.
 Community: reduced funding for current community projects and partnerships; fiscal
restraints in forging future partnerships.


Federal: HEA – Higher Education Reauthorization Act; VISA /immigration issues
(SEVIS) for international students and scholars; increased regulations on research and
other university activities.
State: legislative implementation of the Governor’s Commission on Higher Education and
the Economy (CHEE) recommendations; increased calls for greater accountability and
efficiencies in the operation of our public higher education institutions.
WOSU’s challenges focus on WOSU@COSI and the federal mandate for digital television.
 WOSU signed a long term lease with COSI to develop Gallery 1 space at COSI for
multimedia studios and a shared exhibit area. This project is underway and construction
will be completed by October, 2006. In addition, WOSU will complete the construction of
new radio studios at the Fawcett Center in spring of 2006. These two major building
programs will dominate our efforts in the coming year and the challenge will be to raise
the remaining $3 million as part of a private capital campaign during the coming year to
cover build-out and equipment costs. WOSU is working closely with OSU Development
to meet the private fundraising goals. A $5 million line of credit has been extended to
WOSU to assist in these initiatives.
 Through MOU 315-2002-913, WOSU has been receiving $177,729 from the university for
personnel costs required to run both digital and analog channels. These funds are required
for technical and master control staffing during the transition to digital television. The
federally mandated hard date for full shutoff of analog broadcasting is February 17, 2009.
WOSU requests retaining these funds through FY09 to assist us in running both analog
and digital services as described in the MOU.
Innovations and Efficiencies
Describe innovative or alternative service delivery systems your unit has developed. Describe
any initiatives for which you have collaborated with another support unit to increase efficiency
and provide the best service. What plans are included in this budget report to improve or expand
service delivery systems? Describe additional actions that will increase efficiency and reduce
costs.
University Relations is making increasingly effective use of electronic media to disseminate our
messages while supporting print media (onCampus) through earned income. Over time, as
systems start-up costs are absorbed, our electronic communications will be much more
economical, better targeted to Ohio State’s various audiences, and more measurable in results than
older forms of communication. We also are collaborating with other units, such as University
Development and the Alumni Association, to cover costs and develop distribution lists. Our
“Convio” contract and Connect, the electronic news “magazine,” fall in this category.
We are strengthening our relationships generally with University Development, the Alumni
Association, college communicators, the Wexner Center, and other units to maximize our impact.
This year we are collaborating with the Wexner Center in an event for public affairs professionals.
We will get to convey some university messages to this important downtown group and the
Wexner Center is offering space rent-free for the opportunity to present some of their programs
and offer this audience a tour of the facility. This is just one example of a partnership that saves
money and communicates efficiently.
Government Relations continues its team effort to coordinate and maximize efforts and minimize
the need for individual campus units to assume GR responsibilities. Our partners are Health
Sciences, Research, Alumni Association, Ohio Supercomputer Center, academic and
administrative units, and student, faculty and staff organizations. We also use our membership in
various external organizations and coalitions to effectively convey our messages.
While looking for every opportunity to operate efficiently, our main focus will be to expand its
capabilities to disseminate the university’s overall messages as outlined in the Academic Plan.
These expansions will be primarily in the areas of electronic communications and national media
penetration.
At WOSU, a new digital master control area in television will provide some personnel efficiencies
by end of FY06, allowing for overnight automation, e.g., relieving WOSU of personnel costs.
WOSU also has migrated web streaming to an on-campus OIT server from a national provider to
reduce monthly overhead and is working with the City of Columbus and OSU OIT to provide new
fiber connectivity from the new COSI-based digital media center to Fawcett Center to provide for
“live” broadcast programming from COSI.
Reductions and Internal Reallocations
Describe any reductions or internal reallocations you have taken in the past year. How has
this/have these affected your services? What has been your customer response?
University Relations underwent reorganization this year to eliminate the positions of the Vice
President for Government Relations and the assistant to vice president to consolidate oversight of the
unit in the Senior Vice President position. The savings from these positions was used for funding of
salary and benefit costs for staff that we did not have permanent funding for. In addition, other
positions were raised to a level more commensurate with their responsibilities.
Government Relations purchased used furniture for the Washington office which was a significant
savings. In addition, they are sharing a suite with the Western Governor’s Association, another
substantial savings.
Business Process Changes
One of the principles set forth by the Support Units Committee is that “Support Units should
adapt to altered conditions without transferring costs to academic units through price increases or
by discontinuing or shifting services, whenever possible. Where price increases or service
reductions are necessary, they should have prior approval through the budget process.” In the
past year, major business process changes at OSU have included the self-service initiatives in
Human Resources, the OSURF Peoplesoft implementation and increased web-delivered services
for students. If your unit was involved in one of these or a process change of similar scope,
please describe how your unit adhered to the above principle during implementation.
N/A
Part 2: Funding Report
1) Current Balances
Referring to Tab 1, Cash, of the accompanying Excel workbook, please provide an
explanation of plans for cash balances equal to or greater than 20% of your unit's PBA.
WOSU fundraising efforts are focused on raising the funds in one fiscal year to use in the
following fiscal year. This is necessary due to the high one-time payment early in the fiscal
year for national NPR and PBS programming. This skews the cash balance line.
2) Funding History
Referring to Tab 2, PBA, of the accompanying Excel workbook, what portion of the total
change from FY2005 to FY2006 is due to:
Dollars
New Mandates
Service Additions
Guidelines (inflation)
Miscellaneous Adjustments
$380,045
Percentage
100%
3) Status Reports on FY 2005 and FY 2006 New Funding
For each item listed in the Summary of Funding Received in FY 2005 or 2006 (see Excel
Workbook Tab 3, Mandates_Serv Impr), please complete the following.
Mandate or Service Improvement Title:
Explain how the funding was or is being used. Which customers benefit from the service, how do
they benefit, and how does that support the academic plan? If available, provide any customer
feedback regarding the service.
DEVELOPMENT OF PROMOTIONAL MATERIALS (FY06)—$45,612 in one-time
funds was used to produce six new national television public service announcements for
the 2005 football season and the 2005-05 men’s basketball season. We took a different
approach and worked directly with the production company versus through an agency.
We provided the creative direction and legwork, and saved money.
The remainder of the one-time funding was used toward the start up of the institutional
web initiative—salary/benefits for an editor of electronic communications, equipment, and
training. Permanent funding for this initiative is in our FY07 budget request. University
Relations Administration’s budget contributed approximately $20,000 for this initiative.
ADDITIONAL STAFFING (FY05)—$60,000 in permanent funds to hire a second
speechwriter (salary and benefits). Due to the various changes in our office, we did not
hire an additional speechwriter. In FY05, we hired contract speechwriters (5) throughout
the year spending close to $93,000 from cash. The permanent funding was used toward
salary and benefits for Foster and Gassin.
START UP OF OFFICE OF EXTERNAL AFFAIRS (FY05)—$460,000 was used to
pay salary and benefits for Steiner, Foster, and Gassin; the remaining $40,000 was used to
purchase computers, furniture, letterhead, business cards, cell phones, etc. for new staff.
WOSU Partnership with COSI (FY05)—$500,000 in one-time funds was received for
FY06. The Board of Trustees granted the University the authority to sign the COSI
contract at the February 2005 board meeting. The digital media center provides studios
and exhibit areas and will be the focal point of the major of WOSU television local
programming efforts. Major construction has begun on the facility. This directly support
the outreach and engagement initiatives described in the academic plan.
WOSU Conversion to Digital Programming (FY05)—through MOU 315-2002-913,
WOSU received $169,000 from OSU for personnel costs required to run both digital and
analog channels. These funds are required for technical and master control staffing during
the transition to digital television.
WOSU Conversion to Digital Programming (FY06)—through MOU 315-2002-913,
WOSU received $177,729 for personnel costs required to run both digital and analog
channels. These funds are required for technical and master control staffing during the
transition to digital television.
Government Relations start-up funding and establishment of DC office (FY05)—
$60,000 in one-time funds was used to purchase equipment, furniture, computers, supplies,
etc. $125,000 in permanent funds was used to support central Government Relations
office (travel, computers, telephones, equipment, furniture).
Government Relations start-up funding and establishment of DC office (FY06)—
$80,000 in one-time funds was used to purchase additional computer equipment, furniture,
salary and benefits for DC staff assistant, and other supplies. $100,000 in permanent
funds is being used for office rent, leasing of telephones, travel, subscriptions, and
supplies.
List other offices on campus that provide similar or related services. How is your department
collaborating with these offices to prevent duplication of effort?
DEVELOPMENT OF PROMOTIONAL MATERIALS (FY06)—N/A
ADDITIONAL STAFFING (FY05)—N/A
START UP OF OFFICE OF EXTERNAL AFFAIRS (FY05)—N/A
WOSU Partnership with COSI (FY05)—N/A
WOSU Conversion to Digital Programming (FY05/FY06)—N/A
Government Relations start-up funding and establishment of DC office (FY05/06)—
Health Sciences, College of FAES, Office of Research, and the Alumni Advocates provide
similar or related services. Regular meetings with the Government Relations “team” are
held monthly.
4) Summary of Services Discontinued in FY 2005 and FY 2006
For each item listed in above Summary of Services Discontinued in FY 2005 or 2006 (see
Excel Workbook Tab 4, FY07 Request), please complete the following:
Discontinued Service Title:
N/A
To what were the resources previously committed to these services reallocated? What has been
the impact of this discontinuation? How have your customers responded?
N/A
5) Summary of Funding Requested for FY 2007 (list in order of priority)
For each mandate or service improvement for which funding is requested (to be
summarized in Excel Workbook Tab 4, FY07 Request), please complete the appropriate
following table.
MANDATE DESCRIPTION
FOR 2006-2007 BUDGET (March 2006 process)
Office of University Relations
Department:
Proposal Title:
Total PBA cost: $
Cash cost: $
Priority:
Describe the mandate. Is funding needed to provide a new service, or to maintain or expand an
existing service? What agency or other body is mandating this service?
Explain how the resources requested will address the mandated service(s).
What internal resources has your department reallocated to address the issue?
List other offices on campus that provide similar or related services. How will your department
collaborate with these offices to prevent duplication of effort?
Description
Total Cost of Mandate
Cost
*Benefits at X%
Total
PBA
One-Time
Cash
Admin.& Prof.
32.2%
Classified
39.6%
Grad Associate
10.4%
Student Wages
1.5%
Operating
Equipment
Total
*Composite rates are conservative estimates for planning purposes only; actual rates will be
available at a later date.
SERVICE IMPROVEMENT DESCRIPTION
FOR 2006-2007 BUDGET (March 2006 process)
Department: University Relations
Proposal Title: Enhanced Electronic Communications
Total PBA cost: $312,000
Cash cost: $0
Priority #: 1
Describe the service improvement. Is funding needed to provide a new service, or to maintain or expand an
existing service? Which customers will benefit from the service, how will they benefit, and how does that
support the academic plan?
An important part of our strategic communications plan for the university is enhancement of electronic communications
capabilities to serve the greatest number of audiences. New initiatives include a robust electronic calendar; a repository
of stories, facts, and data that exemplify the quality of Ohio State; and targeted html-based email programs for internal
and external audiences. These high-priority initiatives will be accomplished through the funding of staff that are now
dependent on earnings income and the hiring of one new staff member. This request is foundational in that it would
provide the staffing and operating dollars to develop, maintain, and integrate several electronic communications
initiatives.
In our ongoing efforts to “connect” constituents with the university, providing them with current, complete, and relevant
information, the ultimate goal is to support the goals of the Academic Plan by enhancing our academic reputation and
constituents’ opinions of the university. Through this funding, we will be able to:
1) Better serve and engage visitors to the osu.edu front door. (We currently serve an average of 300,000 unique
visitors to our front door monthly.) Instead of having to attend to paying customers, staff will be able to attend to
the development and maintenance of more strategically beneficial web content, such as an electronic calendar,
points of pride, and evidence of Ohio State’s “celebrated attributes” (as determined by our brand study in 2002).
2) Communicate effectively and strategically with external constituents (alumni and donors on the Impact database)
and internal constituents (faculty, staff, and students) by being able to have staff attend to the implementation of
email management techniques (for which we are seeking funding in separate budget requests). Permanent
funding will allow us to continue the test we’ve conducted this past year of email management for alumni and
donors. The new html email program was instituted in January, and we are experiencing a 28% open rate, and
more than 18,500 visits to the osu.edu web site through the email (titled Connect). This initiative is a
collaboration with the Alumni Association and University Development, both of whom have a vested
interested in effective communication with alumni and donors.
Permanent funding for New Media Staff—a total of 2.2 FTE’s of existing staff (now on earnings) require institutional
funding so that they can attend to these new, significant institutional initiatives. In addition, we request funding for a
new web programmer to facilitate the electronic dissemination of information, posting content, and maximizing our
ability to multiply the use of strategic content. This programmer will provide staff support for the initiatives of the New
Media office (web content and Connect html email formatting) as well as Internal Communications (html email to
faculty, staff, and students). A related Operating and Equipment investment will allow us to stay abreast of the
technological requirements for ever-changing electronic communications.
Permanent funding for an email management vendor—we require funding for a contract with an email management
vendor to greatly enhance the deliverability and impact of our email to alumni, donors, faculty, staff, and students. We
have already entered into a (cash) contract for managing our Impact database (donors and alumni) and need permanent
funding to continue it. The investment allows us to 1) increase deliverability of our email; 2) produce reports on reader
behavior; and 3) tailor content to the expressed interests of the recipient. As a result, we will be able to provide
appealing, interesting content to our key constituents, contributing to their sense of “connection” to, and ultimately
affecting their opinion of, the university.
Permanent funding for the Internal Targeted Email Initiative—we also require funding for the technology to
support targeted internal communications to faculty, staff and students as presented in our Communications Plan. This
initiative will ultimately allow us to deliver information of specific interest to these audiences, and to track the
deliverability and relevancy of email publications. The aim of this initiative is to garner faculty, staff, and student
support for the university’s mission of research, teaching, and service.
Describe the impact of not implementing the service. List alternate ways to accomplish the goals of this
service and discuss the pros and cons of those alternatives.
If we do not receive this funding, New Media staff will continue to be dedicated to “paying clients” that provide a
sizeable portion of their funding, the institutional initiatives outlined above will not be realized, and, in fact, the
successful testing we have done with email management for monthly e-newsletters to alumni and donors will have to be
discontinued at the conclusion of our current contract.
Outsourcing individual initiatives, such as an electronic calendar or other web enhancements would cost well in excess
of the annual investment to supplement the salaries and benefits of existing staff. Not to invest in these initiatives at all
would mean not providing key constituents with current, requested information targeted to their interests that will
develop positive opinions and behavior that we desire from them (particularly as we approach a major fund-raising
campaign). .
There are many advantages to investing in email programs that allow us to cater to the needs, interests, and reading
habits of our constituents. OSU Today, Buckeye Net News, and OSU Weekly will continue to deliver University news
and information in a timely manner, but will not have the ability to customize emails for constituent groups, will not be
able to track unopened emails, and will not be able to discern which messages are of the most interest. We would not be
able to assess audience interest in sponsorship messages, something that advertisers have repeatedly requested (this is
particularly important since more than three-quarters of Internal Communications staff are paid through earnings
accounts).
What internal resources has your department reallocated to address the issue?
We are devoting all of the time and talent of the 3.8 FTEs that are currently funded institutionally, and this additional
funding (2.2 FTEs) will allow all 6 FTEs to concentrate on institutional electronic communications needs.
We used carry-over cash for the initial deployment cost ($9,600) and first year of the contract ($6,800) with the email
management vendor, Convio.
The support OIT currently provides to maintain the current bulk mail system would be redirected to support this effort,
which is .20 FTE or approximately $16,000.
Internal Communications will benefit from (and supports the funding of) a web programmer, who will be key to their
ability to provide high quality, effective email to faculty, staff, and students.
.
List other offices on campus that provide similar or related services. How will your department collaborate
with these offices to prevent duplication of effort?
As mentioned before, we are collaborating with the Alumni Association and University Development on the engagement
of an email management vendor to assist in the deliverability, content, measurement, and appearance of our monthly
email program. They are both contributing financially to our email management contract, and have a shared interest in
managing relationships with alumni and donors.
Total Cost of Service Improvement Proposal
Description
Admin.& Prof.
Classified
Grad Associate
Cost
Web programmer (new $45,000
position)
New Media staff now
$94,700
on earnings
*Benefits at X%
$14,500
Total
PBA
32.2% $59,500
$30,500
$125,200
39.6%
10.4%
One-Time
Cash
$0
$0
Student Wages
Operating
1.5%
Back-end computing
tools for integration of
content; professional
development
$35,000
$35,000
Vendor contract
$7,000
$7,000
Database (faculty/staff
and student) use and
training
$80,400
$55,400
$0
$25,000
Equipment
$30,000
$30,000
$0
Total
$292,100
$45,000
$312,100
$25,000
*Composite rates are conservative estimates for planning purposes only; actual rates will be
available at a later date.
SERVICE IMPROVEMENT DESCRIPTION
FOR 2006-2007 BUDGET (March 2006 process)
Department: WOSU
Proposal Title: MOU #315-2002-913
Total PBA cost: $
Cash cost: $ 177,729
Priority #: 2
Describe the service improvement. Is funding needed to provide a new service, or to maintain or
expand an existing service? Which customers will benefit from the service, how will they benefit,
and how does that support the academic plan?
Through MOU 315-2002-913, WOSU has been receiving $177,729 from OSU for personnel costs
required to run both digital and analog channels. These funds are required for technical and master
control staffing during the transition to digital television.
The federally mandated hard date for full shutoff of analog broadcasting is February 17, 2009. WOSU
requests retaining these funds through FY09 to assist us in running both analog and digital services as
described in the MOU.
Describe the impact of not implementing the service. List alternate ways to accomplish the goals
of this service and discuss the pros and cons of those alternatives.
What internal resources has your department reallocated to address the issue?
List other offices on campus that provide similar or related services. How will your department
collaborate with these offices to prevent duplication of effort?
Total Cost of Service Improvement Proposal
Description
Cost
*Benefits at X%
Total
PBA
One-Time
Cash
$177,729
Admin.& Prof.
32.2%
Classified
39.6%
Grad Associate
10.4%
Student Wages
1.5%
Operating
Equipment
$177,729
Total
*Composite rates are conservative estimates for planning purposes only; actual rates will be
available at a later date.
SERVICE IMPROVEMENT DESCRIPTION
FOR 2006-2007 BUDGET (March 2006 process)
Department: University Relations
Proposal Title: Promotional Spots
Total PBA cost: $
Cash cost: $100,000
Priority #: 3
Describe the service improvement. Is funding needed to provide a new service, or to maintain or
expand an existing service? Which customers will benefit from the service, how will they benefit, and
how does that support the academic plan?
Develop and produce national television and radio spots as part of the university's Big Ten contract in the
broadcast of football and basketball games in 2006-07. Each year the Big Ten broadcast spots provide us with
significant opportunities to further place Ohio State as a top tier research university in the nation. The value of
the time provided to us—at no charge—for public service announcements during these broadcasts is worth in
excess of six figures. The quality of our teams in the coming year should provide us high visibility and
extraordinary opportunities to send our message.
If this request is approved, we will develop new institutional messages that will reach millions of households
in the United States.
Describe the impact of not implementing the service. List alternate ways to accomplish the goals of
this service and discuss the pros and cons of those alternatives.
These public service announcements are the broadest and most visible manner in which the university
promotes its academic quality to a national audience. By the terms of the contract, we must fill this valuable
time. It would be detrimental to our reputation and a missed opportunity not to provide the networks with
current, "fresh," strategic messages.
What internal resources has your department reallocated to address the issue?
Staff time to assist in developing concepts and existing cash from our administrative operating budget to
assure top quality results.
List other offices on campus that provide similar or related services. How will your department
collaborate with these offices to prevent duplication of effort?
None at this level.
Total Cost of Service Improvement Proposal
Description
Cost
*Benefits at X%
Total
PBA
One-Time
Cash
Admin.& Prof.
32.2%
Classified
39.6%
Grad Associate
10.4%
Student Wages
1.5%
Operating
$100,000
$100,000
Equipment
Total
*Composite rates are conservative estimates for planning purposes only; actual rates will be
available at a later date.
SERVICE IMPROVEMENT DESCRIPTION
FOR 2006-2007 BUDGET (March 2006 process)
Department: University Relations
Proposal Title: National Media Relations Program
Total PBA cost:
Cash cost: $ $250,000
Priority #: 4
Describe the service improvement. Is funding needed to provide a new service, or to maintain or
expand an existing service? Which customers will benefit from the service, how will they benefit,
and how does that support the academic plan?
Invest $250,000 in the development of a strategic national media relations program with the counsel and
support of a nationally-recognized public relations firm with a proven track record in higher education.
Our media relations department has excellent media contacts in Central Ohio and across the state.
Because of the strong statewide interest in Ohio State there is an increasing demand for our department to
service Ohio media. In addition, our small staff of four professionals with a limited budget hampers our
ability to proactively seek out national media coverage and develop relationships with top national
reporters.
Through the execution of this plan, the image and reputation of Ohio State would be enhanced by media
coverage that positions the university and its spokespeople as leaders in their fields. The outside firm will
be responsible for developing a national media relations plan which includes a thought leadership
component for President Holbrook. If we want to be known as a premier public teaching and research
university, then our president must be positioned to speak nationally on issues of importance to Ohio
State.
The firm will help us develop relationships with targeted national reporters and editors including elite
media such as the New York Times, Wall Street Journal and major network and cable broadcast outlets.
This firm also will help identify and pitch stories of national significance. Part of the funds ($120,000)
will be allocated to a $10,000 monthly retainer for ongoing counsel and support. The remaining $130,000
will be used to develop a comprehensive national media relations plan and to support additional project
work identified in the plan.
The first-year start-up of this effort will require a larger investment, with less support needed in
subsequent years. There will be a formal selection process to choose the best consultant for our needs.
A strong national media relations program supports the academic plan because it helps tell Ohio State’s
story to key stakeholders and constituencies outside of its hometown market. An enhanced reputation
gained through the positive media relations activities also provides a supportive environment for
fundraising efforts. In addition, establishing solid national media contacts and relationships can be
beneficial to the university when dealing with future public relations challenges.
Describe the impact of not implementing the service. List alternate ways to accomplish the goals
of this service and discuss the pros and cons of those alternatives.
Ohio State is a major national and international institution, yet the ability to tell our story to broad
constituent groups and help others see Ohio State’s excellence is limited by an under-funded and underresourced media relation function. While new leadership in the media relations office positions the
department to begin developing better national contacts, it will be challenging to quickly reach our
desired level without support from professional consultants.
If we build a national media relations program ourselves, it will take us years to accomplish what a
national firm can do in one or two years. Timing is critical as the university embarks on a new, major
fundraising campaign this fall.
Local public relations firms might be another, less expensive route to consider. However, local firms do
not have the relationships and access with elite media that the larger national firms possess. Much of that
is due to location of these national firms in major metropolitan areas such as Washington, D.C and New
York City, as well as the track record they have built representing other major colleges and universities.
What internal resources has your department reallocated to address the issue?
We are now better prepared to manage a national public relations agency and ultimately absorb some of
the work. We have hired a new assistant vice president of media relations who has past experience
building national media relations programs and managing outside public relations counsel. We have also
brought on a new director of media relations, to bring additional depth of talent to the department.
List other offices on campus that provide similar or related services. How will your department
collaborate with these offices to prevent duplication of effort?
We hope to bring Fisher College of Business, Moritz College of Law and the Glenn Institute in as
partners in this national media relations campaign – targeting successful initiatives and experts in these
areas. We also intend to reach out to campus communicators in the colleges to see how we might be able
to support and leverage some of the media relations efforts already underway to their areas.
Total Cost of Service Improvement Proposal
Admin.& Prof.
Classified
Grad Associate
Student Wages
Operating
Description
Cost
External PR
counsel from a
national media
relations firm:
 Media
relation plan
 Monthly
retainer
 Media tours
 Pitching
 Consulting
$250,000
*Benefits at
X%
32.2%
39.6%
10.4%
1.5%
Total
PBA
One-Time
Cash
$250,000
Equipment
$250,000
$250,000
Total
*Composite rates are conservative estimates for planning purposes only; actual rates will be
available at a later date.
SERVICE IMPROVEMENT DESCRIPTION
FOR 2006-2007 BUDGET (March 2006 process)
Department: University Relations
Proposal Title: Baseline Survey
Total PBA cost: $
Cash cost: $50,000
Priority #: 5
Describe the service improvement. Is funding needed to provide a new service, or to maintain or
expand an existing service? Which customers will benefit from the service, how will they benefit, and
how does that support the academic plan?
Invest in the development of a strategic market research study with the support of an outside firm.
No communications plan can be successful without have a basis in research. The proposed first step in a
successful university wide communications plan is to field a sophisticated sampling of opinion so we can learn
what public perception of Ohio State currently is. Ultimately, along with periodic follow-up sampling, this
will be the yardstick by which we measure the success of our plan.
Describe the impact of not implementing the service. List alternate ways to accomplish the goals of
this service and discuss the pros and cons of those alternatives.
Not conducting a baseline survey will mean not having a baseline for judging change of attitude in our
audiences except what we may perceive unaided. It’s like batting in the dark, and could mean that we send the
wrong messages, prioritize the wrong audiences, and make other costly and time-wasting mistakes in the way
we go about our communications.
What internal resources has your department reallocated to address the issue?
UR staff will work with the research firm in the development of the survey and in identifying
targeted audiences.
List other offices on campus that provide similar or related services. How will your department
collaborate with these offices to prevent duplication of effort?
University Relations would collaborate with University Development and possibly other major units to
develop a survey that meets all needs as we go forward with a development campaign and other
communications efforts.
Total Cost of Service Improvement Proposal
Description
Cost
*Benefits at X%
Total
PBA
One-Time
Cash
Admin.& Prof.
32.2%
Classified
39.6%
Grad Associate
10.4%
Student Wages
1.5%
Operating
$
$
Equipment
Total
*Composite rates are conservative estimates for planning purposes only; actual rates will be
available at a later date.
6) Fees and Charges
FY 2007 Fees and Charges (Include new fees and planned increases to existing fees that affect
other departments or large numbers of students, faculty, and staff).
Description
(Include group to be assessed the fee)
Example: Transcript Fees (students)
Amount
per Unit
$7.00
FY 2007
Unit of
Measure
Per
Transcript
FY 2006
Amount per Unit of
Unit
Measure
$5.00
Per
Transcript
Please explain any increases or planned increases in fees or charges for services. Include
any new fees or charges for services in this explanation. Discuss any feedback you may
have received from customers regarding the proposed changes in fees or charges.
Part 3: Performance Indicators
Please update your performance indicators. Your indicators table is provided as Tab 5 of the
accompanying Excel Workbook, titled Perf Inds.
Part 4: Long-Term Needs
Please describe in general terms your anticipated need for additional resources over the next five
years to meet new legal mandates and service needs. Please break this out by year with an
associated cost in a reasonable range. Only issues of $100,000 or more should be identified.
Year
2007-08
2007-08
2007-08
2008-09
2008-09
2009-10
2010-11
Description
Follow-up baseline market survey sampling
FCC Mandated Analog/ Digital Transmission
Expert counsel and media pitching to raise Ohio State’s
national profile
Expert counsel and media pitching to raise Ohio State’s
national profile
FCC Mandated Analog/ Digital Transmission
Anticipated cost
$125,000
$177,729
$150,000
$150,000
$177,729